Most consultants ask "what do you need help with?" I don't. After 3,000+ engagements, I already know where to look.
Every business — regardless of industry, size, or how long you've been running it — has the same five pressure points. I call them lenses.
Each lens reveals a specific category of strategic opportunity that's invisible from the inside. Each lens generates exactly 2 recommendations. Five lenses × 2 = your ten.
This is not a SWOT analysis. It's not a "business model canvas." It's not something a 26-year-old MBA invented in a WeWork. It's a proprietary diagnostic framework built from 3,000+ real advisory engagements across 47 industries.
The method works because it forces the two things most consultants spend their entire careers avoiding: specificity and commitment.
Here's a test: go to your website right now. Copy your headline. Paste it onto your competitor's site. Does it still make sense? If it does, you don't have positioning — you have a brochure. And brochures don't generate revenue.
I identify the gap between your perceived value and your actual value. Then we close it — with specific language, specific positioning moves, and a specific plan you can execute this month.
The question that reveals everything: "If your biggest competitor said the exact same thing on their website, would anyone notice the difference?"
Most businesses have 1–2 revenue streams doing 80% of the heavy lifting. The other opportunities are sitting right there — visible to anyone who's studied 47 industries, invisible to anyone trapped inside just one.
I don't just find "new revenue ideas." I find the specific revenue mechanisms that are already working in other industries and show you exactly how to adapt them to yours. The pricing model that tripled a hotel's midweek occupancy? It might be the thing that fixes your Tuesday slump.
The question that reveals everything: "What money are you leaving on the table every single month — and who else in another industry already solved this problem?"
Your customer has objections they'll never voice out loud. Your pricing triggers the wrong emotional reaction. Your sales process creates anxiety at the exact moment it should be reducing it. You'll never hear about these problems in a survey — people don't know they have them.
Using principles from behavioral economics, we find exactly where you're losing people in the decision chain — and I give you specific fixes that change the psychology without changing the product.
The question that reveals everything: "What is your customer afraid of that you're not addressing — and what is your sales process doing to make that fear worse?"
Here's a morbid but clarifying exercise: if you got hit by a bus tomorrow, which three things in your business collapse first? Those are the exact things you need to stop doing personally. Not next quarter. Now.
I identify the highest-leverage delegation, automation, and elimination opportunities — the specific bottlenecks where your personal involvement is actually holding the business back instead of driving it forward.
The question that reveals everything: "If you disappeared for 90 days, which three things break first — and why haven't you fixed that yet?"
There is at least one big, obvious strategic move that everyone around you can see. Your team won't say it because they work for you. Your spouse won't say it because they live with you. Your accountant won't say it because they bill you.
I say it. A market you're ignoring. A product you should kill. A partnership sitting right in front of you. A price increase you're leaving on the table because you're afraid of the conversation. I'm not afraid of the conversation.
The question that reveals everything: "What obvious strategic move is everyone around you too polite — or too conflicted — to suggest?"
Our diagnostic intake is not a form — it's the strategic exercise you've been putting off for months. By the time you finish answering, you'll already see your business differently. I ask the questions your board hasn't thought to ask and your team is afraid to ask.
You complete it online. I do the rest.
Every single recommendation must pass the Monday Morning Test:
Can you act on this Monday morning? Not "someday." Not "when we have budget." Not "after we do more research." Monday. This Monday. Before lunch.
If a recommendation doesn't pass that test, I rewrite it until it does. I'd rather give you 10 things you can do than 50 things you won't.
Here's something your industry-specific consultant will never tell you, because they can't: the best recommendation for your dental practice might come from the hotel industry. The pricing fix for your SaaS company might come from a neighborhood bakery. The retention strategy for your law firm might come from a cookie franchise.
Rabbi Ginzberg has advised across 47+ industries. Every SuggestTen benefits from that cross-pollination. Your competitors are staring at their own industry's playbook. I'm reading from all 47.